The surprising part was when they explained why they wouldn't be returning. Not the economy. Not the overpriced hotel. They won't be returning because, as one person said so eloquently "the presentations sucked." In one case, the presenter was so offensive within the first five minutes that many simply tuned him out, or left. Those of you that know me know I can be colorful at times myself - but offend an entire audience?
Needless to say - this got my attention. I went and looked over the programs for a few upcoming conferences and was more than a little discouraged by what I found. You can lump a huge volume of the planned presentations into three basic categories: Buzzwords, Bad Ideas, & Self-Promotion.
Buzzwords
Just because you read about something in Popular Mechanics doesn't mean it really is the "next best thing" and I don't think reading one article qualifies you as an expert. PM does a "look back" every so often and the inventions and ideas seem pretty funny. Just look at the articles about the year 2000, written even as late as the 1970's! Unfortunately, too many people follow or promote "the next big thing" and use buzzwords (see below) rather than focus on their own organization or creating positive change. Truthfully, the term buzzword isn't bad. It simply means a new idea or concept that has gathered some attention. When managers and directors try to keep up with trends (i.e., follow the buzz) there are occasional successes, but more often they simply distract us from our core job function. They create "scope creep" - you have all experienced it. Positive change is great. Change without purpose, or without considering how it affects all the stakeholders, can be disastrous.
Personally, I love this definition of the word buzztard from the Urban Dictionary site:
Someone who uses a lot of buzzwords to make them self sound like a leader in a field when really they have little or nothing to actually do with anything they talk about. Consultants and marketers usually fall into this field but sometimes there are people who should know better who become this as well.We all know people who love to drop the latest idea or term in a meeting. The next time you get a "buzz" I want you to think back to this blog. Gang, let's try a new and relatively untested concept out. GO BACK TO BASICS. Think about what the "buzz" you are experiencing will affect your job, task, or program. Be sure you have a total, firm grip on one simple thing: does this "buzz" make the job, task, or program simpler? more profitable? reduce the chance of injury? save time? Generally - be sure it's going to be a positive change before you go trying to re-invent the wheel. Only after you take an honest look at your own situation can you determine if change is appropriate. Don't forget, you can always pull the plug on the idea too. Don't let your pride cause you to keep chasing a bad decision. 4th and 20? Don't be afraid to punt.
So, with this knowledge in hand, I encourage all you conference presenters and selection committees to immediately eliminate buzzwords from your presentations. Give us concrete, proven ideas that improve or job, task or program. Then I will be among the first to sign up for your sessions.
Bad Ideas
Going even beyond Buzzwords, some ideas are just bad. I'm in favor of challenging the normal, of positive change, of questioning authority, and all the usual cliches. Have you ever left a presentation feeling that a presenter was just completely wrong? Having been in their shoes, sometimes it's not entirely the presenter's fault. Maybe they were given a specific topic; maybe they were given bad information about the audience.Maybe they are just a smart person, maybe even a good person, who is stuck defending a bad idea. See Scott Berkun's article on that whole topic here. Scott also has a good piece on Bullsh** detection here.
So what makes something a bad idea? Not entirely what you think. A bad idea is:
- Something that may be appropriate for one audience, but does not apply or requires changes to be applied effectively, for the audience to which it is delivered.
- A presentation recommending a specific course of action that should be easily supported by research, that isn't. Encouraging a course of action should ONLY be done when the Presenter gives up the relevant facts that lead you to that action.
- Blindness to past failures OR successes. Presenting an idea or concept that has been unsuccessful i the past, without presenting solid data on why it should be expected to succeed now. Overemphasizing successes can lead you down the wrong road as well.
- A lack of preparation. Out of place? When you don't prepare for your presentation appropriately, you fail to communicate your ideas effectively. Even the best idea comes across as a bad idea if you don't communicate it clearly.
Self-Promotion
Although I can overlook some of the things that happen with the first two ideals, this one gets me twisted up right quick. I want a presenter to disclose any real or perceived conflict of interest right up front as I'm registering for the conference. I want it announced at the beginning of the presentation.. It should be the audience's decision whether to listen to an extended sales pitch.
Now hang on a second. Some manufacturer's representatives are EXCEPTIONALLY knowledgeable and gifted speakers. They have a depth of knowledge that is great to tap into, especially during question and answer sessions. When you task a manufacturer's representative for a presentation, it can realistically be one of your better presentations. Two basic rules apply. First, disclose the person's background and relationship to the topic up front. Second, present other options in addition to your own solution. Give me pros and cons of each. Let me make up my own mind.
What you do have to worry about are the presenters who show up promoting their own personal agenda or not disclosing a conflict. Remember that a conflict of interest doesn't have to be a formal relationship with a vendor. A conflict of interest exists, at the most basic level, when the speaker stands to gain something of value by advancing a specific belief of position. For example, a speaker can present on the topic of massage therapy for orthopedic injuries should disclose their certification as a massage professional even if they are not recruiting business from the audience or exhibiting in the vendor hall.
Every conference organizer should be asking for signed conflict of interest statements from presenters. Managing conflicts can be simple, as long as they are known.
- Seek an alternative presenter unless the benefits of the speaker outweigh the conflict.
- Ask the person to refrain from any discussion or decision-making involving the conflict.
- Present multiple options and allow audience members to select the most appropriate for their application.
- Involve a 3rd party to lead discussions or present an objective assessment after the speaker's presentation.
- Defer to any applicable Code of Ethics. Remember that some individuals (politicians, lawyers, and health care professionals among others) may be legally required to make disclosures if a conflict exists.
Now that we've identified a few of the common things happening in conferences today, maybe you can make a more informed decision about the sessions you choose to attend. If you're a conference organizer, take the time to know your presenters, and their presentations. Avoid buzzwords, bad ideas, and self-promotion and your audiences will thank you, and return next year.
